Digital Systems: More than just technology Stephen Lemon, Program Director Digital Systems, Transport for NSW

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Why Digital Systems?

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Introducing Digital Systems

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What is Digital Systems?

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More than just technology

First deployment area

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Program scope and timeline

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Our business transformation challenge

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10KEmployees

10yrsDual mode

operation

2469Train crew

2191Fleet

1643km

Track

maintained

TMSNew

systems

Lessons learned: reference projects

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International Independent Peer Review Group (I2PRG)

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Focus is ongoing test of whether the Program solution and approach is objectively best practice.

Maintains and updates a Program Reference Projects Register and Lessons Learned Register derived from international experience.

Objectively tests proposed Program solutions, approaches and significant decisions, informed by a broad cross-section of international subject matter experts.

Studies and White Papers from Industry Bodies and Specialist Consulting Firms

• Atkins, ‘Lessons learned from a national ETCS roll-out’

Topical Conference Presentations

• CBTC World Congress, ‘Managing complex projects’

• Train Control and Management Systems, Lessons learned ETCS Auckland

Relevant Magazine Articles

• IRSE News, ‘Resignalling the East Rail Line in Hong Kong’

Lessons Learned – wide range of sources

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Post-Mortem Project Analyses

• Transport for London / KPMG, ‘Sub-Surface Upgrade Programme ATC lessons learnt’

• UK National Audit Office, ‘Lessons from major rail infrastructure programmes’

Observations from Reference Projects

• Continuous market research (see next slide)

• Perspectives from System Integrator and I2PRG

Notes and Reports from Interviews, Meetings and Audits

• Lessons learned workshops with e.g. ROC and ATP projects

• WSP/Aurecon, Lessons learned in Scandinavia

• Network Rail Consulting, High level review of UK Digital Railway projects (for Sydney Trains)

Lessons Learned – wide range of sources (contd.)

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TfNSW Technology Projects

• ROC, ATP, DTRS, Tangara Technology Upgrade

Regional Projects for Next Generation Signalling (Australia / New Zealand)

• ETCS L2 / ATO: Brisbane Inner City and Cross River Rail

• CBTC: Sydney Metro, Melbourne Metro Tunnel, Perth Automatic Train Control

• ETCS Level 1: Sydney ATP, Auckland, Adelaide

International Projects for Next Generation Signalling

• UK: Thameslink, Crossrail, Digital Railway, London Underground CBTC

• ATO over ETCS: Netherlands, Switzerland, France, Germany, European Union (Shift2Rail)

• Network-wide ETCS rollout: Denmark, Sweden, Norway

• ETCS in Cities: Madrid Cercanias, Italy High Density Urban Nodes, Hamburg Digital S-Bahn

Reference projects – local and global

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Analysis of Input Sources for Relevance

• Specific technology and domain knowledge required

• Current: ETCS specialist advisor within DS project team (resident domain expert)

• Future: Independent Peer Review Group (international domain experts)

Prioritisation of Key Lessons

• Too much detail becomes unmanageable (“can’t see the forest for the trees”)

• Curate to 25-30 key lessons in Lessons Learned Register

• ‘Top Ten’ lessons for particular management attention

Lessons Learned analysis and prioritisation

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Lesson Learned Example reference projects Digital Systems Principle

Use proven technical solutions,

avoiding customisation • UK Digital Railway projects Configure not customise

Minimise network disruption • Thameslink London

• Hong Kong East Rail Line ResignallingNo network disruption

Collaboration • London Northern Line Upgrade

• Thameslink London

An integrated and collaborative

approach

Reduce delivery risk • Sha Tin to Central Link (SCL) Hong Kong

• S-Bane CopenhagenEarly wins for customers

Focus on long-term benefits, governance,

integration and interoperability

• Train Management and Control System

(TMACS) NSW Whole of life benefits

Change management/business

transformation

• Denmark National ETCS rollout

• Rail Operations Centre (ROC) SydneyNew systems, new ways of working

Ensure adequate staff and

supplier qualification

• London Underground Sub-Surface

Upgrade Programme (SUP)

• Rail Operations Centre (ROC) Sydney

A learning and growth culture

Top Lessons Learned relate to key DS principles

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Lessons learned - informing our principles

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A learning and growth culture

We’re focused on creating a learning and growth

culture, implementing global lessons learned to

continually improve the Program and develop a

sustainable workforce.

We don’t just ‘set and forget’. Rather, we ‘set and

refresh’. We continuously update our Lessons

Learned register to inform our Program while we

live and breathe our principles.

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Early wins for customers

Digital Systems provides a step-change in

improvement of system reliability, availability and

maintainability, and a pathway to further

improvement.

Realising early project benefits for customers will

help reinforce our stakeholders’ motivation and

buy-in.

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New systems,

new ways of working

To fully realise the benefits of the new systems

and technologies, we will develop new rules,

principles, procedures and competencies.

Our new ways of working will support a

sustainable future for our customers.

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Whole of life thinking

Digital Systems will embrace ‘whole of life’

systems thinking and asset management to

optimise future operations and maintenance

efficiency.

We will not sacrifice long-term Program benefits to

achieve short-term gains.

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Configure not customise

Digital Systems will adopt standard equipment

and systems, taking off-the-shelf solutions and

configuring them for the Sydney network.

This approach will allow us to benefit from future

developments and innovation as part of global

technology roadmaps.

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No network disruption

We’re determined that the implementation of

Digital Systems will not disrupt services for

customers.

Innovative tools and methodologies will allow us to

deploy and test new systems while minimising the

need for network access.

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An integrated and

collaborative approach

International experience has consistently demonstrated the

need for meaningful collaboration between clients and

suppliers, moving away from adversarial client/contractor

relationships.

The Digital Systems program will also integrate this

collaborative approach with the operator/maintainer,

ensuring engagement and meaningful consultation with

frontline employees as end-users.

NSW projected growth and Program benefits

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